Microsoft word - 2012-13 business plan final.doc

BUSINESS PLAN 2012-13
Page 1 of 12STATEMENT OF PURPOSE The Probation Association is the national collective voice of probation trusts – shaping and influencing opinion, policy and practice; and leading on pay and reward for probation staff. The Probation Association represents the 35 probation trusts in England and Wales. The Probation Board for Northern Ireland and the National Approved Premises Association are co-opted members. Probation trusts are responsible for the provision of probation services, through individual contracts with the Secretary of State for Justice. The trusts have established and fund the Probation Association to represent their collective views and to work on their behalf to ensure that their voice is heard when and where it matters. Subject to his agreement on the conclusion, the Probation Association is empowered by the Secretary of State for Justice to lead national collective bargaining on pay, reward and terms and conditions for those working in probation. The Association is a private limited company funded through subscription from its members. Its directors are elected by its members. It has a small Executive team, based in central London.
Page 2 of 12Strategic objectives for 2012-13 Being the respected, influential and authoritative voice for probation trusts Influencing those influential on probation at a national and local level Building with PCA a single organisation for the leaders of probation Achieving effective national media engagement Enabling trusts to be excellent employers Delivering an affordable pay settlement that meets members’ needs Delivering a pay modernisation strategy Providing support and advice to members Being an effective member organisation Consulting its members and communicating with them to keep them informed of developments affecting probation Providing support and advice to members Operating efficiently
Page 3 of 12Probation trusts are working in a rapidly changing environment. The Government’s forthcoming review of probation is expected to propose more competition and collaboration with the private and voluntary and community sector, and may raise the possibility of fewer trusts. The Government is committed to the commissioning of community payback nationwide, once the scheme in London has been launched. Two pilots of payment by results in probation have recently been launched and, if successful, are expected to be extended in a new approach to the provision of probation services. In wider criminal justice, 2012-2013 will see the establishment of Police and Crime Commissioners, with potential implications for probation trusts’ relationships locally. Trusts are a relatively recent creation. Their establishment was completed in April 2010, after a rigorous vetting process. They have risen successfully to the challenge of increased efficiency through a series of annual budget reductions; and the challenge of delivering increased performance in protecting the public and reducing re-offending. Overall approach In this challenging and creative environment, PA’s approach is to maintain close involvement with those in a position to influence the future of probation and probation trusts. The Executive will ensure that there is a clear understanding of members’ views, refreshed as events unfold, so that these can be represented authoritatively. It will be important to anticipate developments so that trusts can position themselves, and maximise the benefits for the service to the public. The emphasis will be on building external relationships, being knowledgeable and ‘fleet of foot’, spotting opportunities to influence, and adopting the most productive approach to further the objectives of members. In its role as leading national collective bargaining on pay and reward, the PA will work to secure pay settlements and pay and reward modernisation that meets members’ needs, particularly in the face of likely competition as a result of the Government’s promotion of further commissioning. The organisation will be further developed by closer collaboration with the Probation Chiefs’ Association, with a view to establishing a single organisation to speak for the leaders of probation by April 2013.
Page 4 of 12BUSINESS PLANSTRATEGIC OBJECTIVE To be the respected,
Anticipate, monitor and interpret national policy
influential and
development and feel their interests well
authoritative voice for probation trusts
Good quality policy documents produced on
Anticipate, monitor and interpret national policy
Maintain moderate, considered and forward
Trusts have good relationships with local
Page 5 of 12STRATEGIC OBJECTIVE
Ensure high level of Executive staff capability
Discussions with PCA leading to proposals in
summer 2012 and agreement in autumn 2012,
with a view to a single organisation in April 2013
Probation and PA is better understood by
Market probation in collaboration with the PCA
through effective engagement with the media;
PERFORMANCE MEASURES COST: £337,000
Items identified as changed by PA influence Feedback from members Feedback from stakeholders Quality assessment of work from ‘critical friends’ Successful new probation leaders’ organisation
Page 6 of 12STRATEGIC OBJECTIVE To enable Trusts to be excellent employers
mandate set by the Board after consulting
Board to agree mandate, having consulted
ESG (NNC/SCCOG) to steer pay negotiations
Pay modernisation that meets NOMS/MoJ HR Group to make proposals to ESG which
approval and members’ needs through the respond appropriately to increased competition
and its implications for employment issues;
ESG (NNC/SCCOG) to lead negotiations with
Appropriate level of formal and informal
Exchanges to be conducted on professional and
Page 7 of 12STRATEGIC OBJECTIVE
Trusts recognised as excellent employers
Provide employment best practice and advice;
Provide dispute resolution through the Joint
Promote and advise on leadership development LL
Enhanced reputation and capability of PA
Ensure employers are properly represented in
professional qualifications initiatives;
Manage and coordinate in the face of any
industrial action; Ensure sufficient level of knowledge and expertise in employment matters within PA executive; Assess potential for transfer of further employment functions from NOMS. PERFORMANCE MEASURES COST : £316,000
Timing and content of pay settlement Progress with pay strategy (timing and
Page 8 of 12STRATEGIC OBJECTIVE
quality of ideas) State of relations with unions as measured by industrial disputes, complaints, public pronouncements Feedback from Trusts and NOMS
Page 9 of 12STRATEGIC OBJECTIVE To be an effective
High level of satisfaction of members with
member organisation
Trust development services and facilitation of
the sharing of best practice between Trusts;
Efficient administrative processes within the PA
Explore expansion of membership of PA, for
Develop proposals for ‘pay as you go’ services to members
PERFORMANCE MEASURES COST : £359,000
Feedback from members Maintenance of standard of service while securing reduction in budget
Page 10 of 12
The budget of PA has reduced by 16% over the past two years, and by 11% since last year.
Page 11 of 12Executive team
Policy Development and Business Capability Manager
Public Relations and Communications Manager
Page 12 of 12